LOCATION OF THE

PROBLEM
The location, or focus, of the problem is the geographic point or
points where it occurs. Pinpointing the location is necessary to
provide a complete description of the problem.

HUMAN ELEMENTS OF
THE PROBLEM
Human-related elements should be identified and assessed in the
statement of the problem. Examples are:
1. Attitude of involved managers and employees

2. Personal traits of involved managers and employees

including intelligence, motivation, leadership, quality,
dependability, trustworthiness and interpersonal skills.
3. Training of involved managers and employees.
4. Tenure of involved managers and employees.
5. Political Climate.

SUPPORT SYSTEM
SURROUNDING THE
PROBLEM
Elements that comprise a support system should be identified in
the problem statement together with an analysis of their functional
or dysfunctional effects upon the problem.

TRACKING SYSTEMS
RELATED TO THE
PROBLEM
A tracking system often detects a problem. The problem statement should
reveal:

1. How the problem was brought to light

2. Whether the problem was detected by a tracking system so designed
for the purpose, or by another means (if not detected by the tracking
system so designed for the purpose, why the tracking system failed)
3. Whether tracking systems other than the one designed for the
purpose should have detected the problem
4. Whether tracking systems are available to monitor the situation
reliably, as well as to measure the degree of improvement in the
process or system due to an implemented solution

INSTITUTIONAL PROCESS
FOR MANAGING THE
PROBLEM
Problems in an organization are managed through an institutional
process.
The process may be informal in nature, with the management tasks
being assigned quickly and with little written evidence.
On the other hand, it may be quite formal, involving a chain of
command and such written evidence as elaborate charts and
graphs.

IDENTIFICATION OF SUITABLE AND

ACCURATE SOURCES OF
INFORMATION AND DATA GATHERING
Facts help the consultant in sorting out client symptoms from client
problems as well in structuring and organizing the problems. They
form the foundation for prospective solutions and direct the
consultant to the solution ultimately rendered. Because facts serve
such important functions, the consultant must be resourceful in fact
gathering and skillful in fact analysis.

INTERNAL SOURCES
1. People, includes not only a clients management but also its clerical,
marketing and production employees.
2. Client documentations classified as documentation that describe:
How the organization
is structured:
Policy statements
Methods
Procedures manual
Organization charts
Job descriptions
Performance
standards
Chart of accounts

What the organization

has been doing:
Schedules and
forecasts
Business Plan
budgets
Minutes of board
of directors
meeting

What the organization plans

to do:
Annual reports
Performance reports
internal staff studies
Legal documents,
including copyrights,
patents, franchises,
trademarks
Reference
documentation about
customers, employees,

INTERNAL SOURCES
3 . Relationships.
Defining the relationships among people, departments, and
functions can provide you with information and insights unknown or
undocumented anywhere else within the organization.

EXTERNAL SOURCES
Sources from outside the organization provide many facts about the
company. For example, facts may be gathered from customers
concerning their perceptions of the clients products and services
as compared to those of the major competitors. A companys sales
forecast may also be tested for reasonableness by comparing them
to projections obtained by an econometric model of the company.

FACT-GATHERING
TECHNIQUES
(a) Interviews
(b) Questionnaires
(c) Observation
(d) Document gathering
(e) Charting
1.
2.
3.
4.
5.

Organization chart
Data flow diagram
System outflow
Detail flowchart
Decision table

INTERVIEWS
A series of interviews with client personnel is considered the best
way to zero in on problems.
It can be conducted at all levels of the organization, from the
president down to the rank and file employees.
The consultant should have temperament to adjust to people who
have differing commitments to the clients goals as well as to many
environmental variables

DURING THE INTERVIEW

ITSELF, REMEMBER TO:
1. Confirm understanding of the interviewees job responsibilities and duties.
2. To the extent possible, ask specific questions that allow quantitative responses.
3. When questions are answered vaguely, pursue them (in a pleasant way) until they are fully
clarified.
4. Try to develop an awareness of the interviewees feelings. This can best be achieved by
listening well and reading the interviewees body language.
5. Avoid stating own opinions or acting like a know-it-all person.
6. As the interview draws to a dose, ask the interviewee if he
or she has additional ideas, thoughts, or suggestions concerning the topics of discussion
7. Do not allow' the interview to be too lengthy.
8. At the end of the interview' summarize the main points uncovered, thank the interviewee,
and indicate that he or she will be contacted again if further questions are necessary.

QUESTIONNAIRE
The use of a series of prepared questions somewhat restricts
channel of communication.
This is best used when the persons from whom the consultant
wants information are physically removed and travel is prohibitive
or when numerous persons are to be asked and the facts to be so
determined are verifiable from other sources.

TO BE MORE SPECIFIC,
FOLLOW THESE GUIDELINES:
Explain in an accompanying letter the purpose, use, security, and disposition of the
responses generated by the questionnaire.
Provide detailed instructions concerning how the questions are to be completed.
Provide a time limit or deadline for return of the questionnaire.
Format questions so that responses can be tabulated mechanically or manually.
Ask pointed, concise questions when possible.
If a question cannot be answered objectively, provide an opportunity for the respondent
to add a clarifying comment.
Provide sufficient space for complete responses.
Include a section in which respondents can state opinions and criticisms.
Identify each questionnaire by the respondents name, job title, department, and so forth.

OBSERVATION
Facts can be gathered by observing the employees of a client
perform their job-related duties.
The technique of observation is useful in gathering facts prior to an
interview, in verifying statements made during an interview, and in
ascertaining relationships between individuals.

THE USEFULNESS OF OBSERVATION CAN BE

MAXIMIZED BY FOLLOWING THESE
GUIDELINES:
Before beginning, identify and define what it is that the consultant will observe; also
estimate the length of time that the observation will entail.
If persons are to be aware of the observations, explain to them what will be done and why.
Note the time periodically while making the observations.
Record what is observed as specific as possible, avoiding generalities and vague
descriptions.
Avoid expressing value judgments when interacting with persons being observed.
Document all impressions and organize the notes as soon as possible after the observation
period.
Review' the facts obtained and the conclusions drawn from observations with
a)
b)
c)

The person being observed

The persons supervisor
The consultancy firms supervisor (when desirable).